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  • Hoffman, A.N. (Alan)
Friday, 1 January 2010

iRobot was among the first companies to introduce robotic technology into the consumer market. Facing increased competition in this market, should iRobot continue to develop new consumer products or focus on the military and aerospace marketplace where it already had importance presence?

iRobot: Finding the Right Market Mix? cover
  • Hoffman, A.N. (Alan)
Friday, 1 January 2010

Facing a saturated US & European personal navigation device market with increasing competition from other GPS providers, TomTom began to shift its business mix toward value-added services and make personal navigation devices a smaller portion of total revenue.

TomTom: New Competition Everywhere! cover
  • Jaspers, F.P.H. (Ferdinand)
Friday, 1 January 2010

The small Dutch web agency Triple IT organized and managed the development and commercialization of its innovations alongside other, bigger firms.

MeOnTV cover
  • Hoffman, A.N. (Alan)
Friday, 1 January 2010

Best Buy differentiated itself by deploying a service-oriented strategy rather than a low-price model. How could the firm continue to offer innovative products and superior customer service while facing increased competition from large brick and mortar stores and financial stress due to the economic downturn?

Best Buy Co., Inc.: Sustainable Customer Centricity Model? cover
  • Krug, B. (Barbara)
  • Rothlin, S. (Stephan)
Friday, 1 January 2010

Danone and its Chinese joint venture partner, Wahaha, were entangled in legal disputes over trademarks, which led to plummeting sales and fights about national economic security.

Match and Mismatch: The Wahaha-Danone Dispute cover
  • Hoffman, A.N. (Alan)
Friday, 1 January 2010

Whole Foods was a premium US leading natural and organic food chain. But an increasing demand for natural and organic foods led to low-price leaders like Wal-Mart moving into the organic foods industry. Will a different strategy help Whole Foods avoid potential price wars? If so, which one should it take?

Whole Foods Market 2010: How to Grow in An Increasingly Competitive Market? cover
  • Van Halderen, M.D. (Mignon)
  • Bogenrieder, I.M. (Irma)
Thursday, 1 January 2009

When the unprofitable Dutch boutique sports carmaker, Spyker, acquired Saab in 2010, scepticism arose about the likely success of this acquisition. Spyker had to convince the public that it could create a solid fit of these two drastically different brands.

Dwarf Buys Giant: Spyker’s Acquisition of Saab cover
  • Volberda, H.W. (Henk)
Thursday, 1 January 2009

ABN AMRO innovatively used the Volvo Ocean Race to promote its “one bank philosophy.” While daily marketing operations were under stress, one cannot help but wonder whether this extravagant marketing technique was the best strategy for the bank.

ABN AMRO in the Volvo Ocean Race: A Bank Learning to Sail as One Team cover
  • Berchicci, L. (Luca)
  • Yue, T. (Tao)
Thursday, 1 January 2009

How could an ingenious three-wheel, human-powered, fast, and environmentally friendly vehicle fail to enter the market after heavy investment and years of trials? Mitka’s story demonstrates what makes radical innovation not work.

Mitka: Sustainable Commuter Transport? cover
  • Wijen, F.H. (Frank)
Thursday, 1 January 2009

After an environmentally devoted Dutch firm was sold to an environmentally less conscious new owner, the company had to forge a new strategy for maintaining a green reputation.

The Delicate Quest for Corporate Environmental Sustainability cover